Mike, Author at The Third Zone

Jan 25 2023

Whats Grit Got to Do … Got to Do with It?

The word ‘GRIT’ and ‘GRITS>’ has been around for many years. Perhaps you first heard of it as a food of Native American origin, most commonly served in the Southern United States. Then ‘grit’ went Hollywood long ago in 1968. Then the book, True Grit, was made into an academy award winning movie starring John Wayne … a film that was re-made a dozen years ago in 2010. So, we know that ‘grit’ is something we can eat and watch. Yet is there more? Evidently so because now GRIT is studied and acknowledged as a very meaningful personality trait badly needed today.

What makes it meaningful these days is the work that many businesses are having to do to re-emerge. Working tirelessly to move on from COVID, it is grit that is being referred to and called upon. It is grit that can really make a defining difference in business, differentiating the successful and achievers from those who are less so. Actually, it’s exciting. Whereas IQ has often been considered a good measurement for how well one might do in a given field … or in life, grit seems to be giving that concept a run for its money.

A researcher, psychologist and educator Angela Lee Duckworth, identified six characteristics of GRIT several years ago.

having true passion and perseverance to drive to the long-term goal.
having the stamina to stay the course.
sticking with your future, not for the day, week or month. For a very long time.
working very hard to make the future happen.
viewing life … not as a sprint … rather a marathon.
is not IQ. In fact, it is seen as being inversely related to talent or capabilities.

Without question, businesses and those working as its employees or employers, have struggled for the recent 2-3 years in attempts to survive something with which they had no experience … COVID. And, it is possible that the individuals who have been most responsible for the survival of the organization at all levels possess the characteristics attributed to ones having grit! It appears that the individuals who have made the greatest contribution to survival are those who would be labeled as possessing the grit gene. It’s a gene that is available to leaders and employees alike

We have had the opportunity to witness leaders and employees as they navigate the rough waters of recent times. And do you know what? In most every case that we’ve witnessed or read about, each person possessed many of the six personality components above. Whereas those considered the brightest in terms of IQ offer a clear value to an organization, when push comes to shove it’s not the IQ about the industry or the product that saved the day. It’s about the survival of the ‘grittiest’.

To what extent do you have it and is it evident in your organization? Are you using it to your advantage and that of your company? Can you see ways to up your ‘gritty-ness’? Seems like a good topic to think about. Yet is there more? Evidently so because today GRIT is back at the forefront once again being researched, studied and acknowledged as a very meaningful personality trait. It’s a trait that is seen once again as one that can really make a defining difference in business. It has the ability to differentiate the successful and achievers from those who are less so.

Actually, it’s exciting. Whereas IQ has often been considered a good measurement for how well one might do in a given field today, once again and because of the challenges of these past few years, grit seems to be giving that concept a run for its money. If you’re curious to measure your own personal degree of GRIT, you might get a kick out of taking a short quiz here. To what extent do you have it and is it evident in your organization? Are you using it to your advantage and that of your company? Can you see ways to up your ‘gritty-ness’? Seems like a good topic to think about. Perhaps a good thing to be curious about?
Mike Dorman

Jan 11 2023

Feedback … The Pathway to Growth and Success. The Challenge? Accepting It as Such.

Feedback, in general, provides input that proves to be a great asset when it comes to helping us understand and either continue or alter the ways in which we tend to do things or have done them in the past. Regardless of it being of a positive or negative nature, to the extent we remain open to it, we stand to benefit. We can use given feedback to continue or alter an approach to something or someone that can help our growth in both performance and relationships.

Providing such feedback in a business entity is a contributor to the overall individual and collective success. Receiving positive feedback is of no challenge. Finding ways and words to tell someone that they are doing a good job of any nature is easy. In fact, those providing it are anxious to be able to provide that and the positive results further build a person’s confidence in themselves. It also builds and encourages a culture in which employees nurture and support one another.

However, giving negative feedback is not so easy. As such it’s easy to put off this type of challenging conversation. And when it is provided and with a desire to lessen the blow, the words used are such that the key message is not clearly addressed. If this happens and the issue isn’t understood, the problem potentially compounds and one can often find themselves dealing with a much bigger situation.

Here are some suggested ways that one can provide feedback and have it accepted in the positive way it is intended and do so without anxiety often associated with it:

Act immediately
Feedback is best if it is given shortly after the event or behavior has been observed. This applies to improvement seeking change or improvement and applies to positive reinforcement. For it to be meaningful and impactful, providing it frequently makes it productive.
Pick the right time and to provide the feedback
Determining how serious the matter will determine if this is provided via a formal meeting or it can be an informal chat in the lunchroom. Wherever it is provided, making it private will allow for open and honest conversation between the two involved without being overheard.
Clarity requires being specific with examples
To have the desired outcome, input should be truly clear and specific of things seen or observed. This applies to feedback of both a positive and growth nature. Making suggestions of how something could have been handled better is valuable. Also helping a person understand the impact of their actions on others aids their understanding.
Using positive language in the overall conversation enhances reception of it
The goal of providing feedback is to have it heard and a willingness to receive it and act upon it. While one is addressing some negative action that had detrimental impact on something or someone, words matter. The goal is to be heard and understood and this can be accomplished by the words used to describe the issue. Making certain to follow up the reported issue with positive suggestions as to how it can be successfully managed enhances the reception of it.

Giving feedback is one side of the equation to be considered for success. However, there is also the challenge of those receiving and accepting constructive criticism at work. Mark Travers, an established psychologist contributed an article in a recent edition of Forbes. I believe his points are clear and on target. As he indicates, nobody enjoys being told they need to improve. It can be difficult to hear that, despite your best efforts, your performance at work is not where it needs to be. In addition to feeling demoralized and hurt, it often makes us feel angry with the person giving the feedback.

While all of this is understandable (and normal), what sets a true professional apart is their ability to recognize and value feedback as an essential part of career growth. In fact, some of the most successful employees don’t just gracefully handle constructive criticism, they thrive on it. Crucially, they understand the positive subtext behind feedback — someone is paying close attention to their work and wants to see them improve.

Here are two ways that Travers believes we can use negative feedback as career rocket fuel. He provides two meaningful tips to enable recipients to get better at accepting this for the value it represents as a way for each of us to develop and grow.

I. Reframe your attitude toward feedback
To the extent we are willing to seek feedback and act on it we are more likely to …

1. Find meaning in what we do
2. Feel competent at the tasks we perform
3. Find the needed motivation to excel at work

In contrast, to the extent we think of feedback as an unavoidable and high-pressure event, we can enter a vicious cycle that can hold us back. If people lack the ability to hear constructive criticism often struggle to find meaning in what they do. They feel less competent at work after the feedback and lose motivation to improve.

Reframing one’s attitude toward feedback is enhanced when one understands why it’s necessary. Travers provides three he considers as obvious.

It offers a window into one’s strengths and weaknesses
It offers an opportunity to show peers or bosses that you are of a growth mindset
It offers a chance for one to be objective and do self-evaluation

II. Understand your emotional response to feedback and then rise above it
The mistake many of us make when receiving feedback is that we only take away the emotional experience of receiving it. No matter where we are in the corporate structure, we all seek approval from our peers and bosses. Hearing that we are not performing well enough can trigger a state of low self-worth and compromised safety. What follows is a mixed bag of negative emotions such as embarrassment, shame, hurt, and shock.

While many of us can get stuck in this mental state for prolonged periods of time, a true professional understands that the emotional reaction is not the intended effect of the feedback session. They begin processing the feedback that was provided in a pragmatic manner. Here is a step-by-step breakdown of how to deal with feedback gracefully as suggested by Travers:

Listen to the feedback but detach yourself from the work.Try to imagine that the feedback is being given to someone who isn’t you. While it may be hard at first, over time, detaching yourself from your work performance will come more naturally.
Quietly evaluate the validity of the feedback.Feedback is often based on somebody else’s subjective experience of your performance. If you disagree, make note of it so that you can understand why they felt the way they did, preferably after the feedback session when it is no longer a heat-of-the-moment reaction. If you agree with the feedback, make a note of that too. In either case, you will learn something about how your work is perceived.
Reiterate the points brought up during the feedback session.This is an effective way to consolidate the core message of the feedback and goes a long way in making the person providing the feedback feel heard and understood. This will, in turn, show them that you are receptive to coaching.
Ask for some time to mull over the core message of the feedback.This is when you can rationally and calmly unpack the talking points of the feedback session and formulate a plan to improve yourself in areas you might be lacking.
Request a post-feedback meeting.In addition to providing an opportunity for you to respond to any points you may have felt were inaccurate, take this time to communicate your plan to improve. This way, you hold yourself accountable to yourself and to the person who provided the feedback.

Receiving negative feedback is an essential skill for personal growth. However, it can be difficult to accept and manage in practice due to its critical nature. By staying focused on the facts rather than getting caught up in the emotions associated with criticism, we can learn how to take feedback constructively and use it as an opportunity for self-improvement rather than letting it bring us down. With practice, learning how to receive negative feedback with grace will become second nature.

Like all things, practice makes perfect when it comes to providing or receiving feedback. Feedback should be spontaneous and regular. Constructive feedback is one of the best things managers can provide to their employees. When delivered properly it can reinforce positive behavior, correct any negative performance and ensure a strong culture remains in your team. Take the challenge of delivering and receiving feedback. It can only get better.
Mike Dorman

Resources:
2 Tips to get better at accepting constructive criticism at work. Forbes: Author Mark Travers

Dec 08 2022

Today’s Business Equivalent to a Country’s ‘No Fly Zone’ … Employee No Contact Zone is Happening.

What seems like a l-o-n-g eight years ago I wrote a blog post entitled “From Germany … a Gift or a Wrench in the Machinery?” It referred to an article that definitely caught my attention … “Germany Examines Ban on Employees Checking Work Emails at Home!” I remember receiving reactions from readers in business who laughed and conveyed thoughts like … ‘can you even imagine?’ or ‘this can’t be serious!’. And serious it was as there were a few countries that passed laws around this.

These laws forbid leaders within organizations to email or call their reports on weekends or i.e., between the hours of 7pm and 7am the following morning during the work week. The results of such moves were seen as positive. Production was up. Turnover was down and overall satisfaction within the organizations making these moves was stronger.

That was then. And now … we soon enter 2023 and settle into new work environments created by needed adaptations to COVID. And whereas some countries introduced their ‘no contact time zones’ several years ago, the time has come for this to be considered and embraced within the U.S. Since 2020 there has been a shift to remote work in total or in part. This is the way that so many businesses have had to operate. It has also served to shine the spotlight on the needs and expectations of workers.

Employees were forced to work remotely from home. Initially this proved to be very disruptive to them, family members and roommates. Added to that was the tremendous sense of isolation that was created. However, with time, employees began realizing the benefits of having no commutes and could use this time to personally benefit themselves or their families. Being in a relaxed atmosphere was enjoyed by many. As such they have come to see that remote work in some form has and will continue to deliver benefits that they want to maintain.

Employers had to devise ways to create a meeting and communication method that would further the connection and drive success. This required significant investment in technology and programs that would allow workers to function from their residences as if they were in the office. In many cases purchasing the likes of desks, chairs and even computers added to the organization’s costs of doing business. Those who run companies were initially very anxious to see a COVID go away to enable the old ‘normal’ to return. Now, today they see and accept (perhaps reluctantly) a ‘new’ normal to which they must adapt to move forward successfully.

Here are the issues that exist today that have given potential life to the reality of having a legal ‘no contact zone’ in the U.S.

Some company leaders have blurred the line between work hours and personal time. Emails and calls are made at arbitrary times of evenings and weekends. As employees have come to realize the benefit of at least some portion of remote work, they have also come to resent the imposition of ongoing communication from the ‘boss’.

Mental health has become the focus of many employees which, in part, is blamed on the lack of respect for the juggling and adapting that this ‘normal’ has imposed. Having employers presume they had unlimited access to staff members contributed to the added stress with which they are left to contend.

Whereas the workforce has experienced a significant reduction in the past year, this has created the need and expectation that all the necessary work will be done by fewer. So be it, however, it is the ‘fewer’ that has had the effect of lengthening the workday and the expectation that employees will meet that need. Not so fast as this has given birth to quiet quitting or doing only what I know my job is and nothing beyond

The Philippines, Italy, Slovakia, Northern Ireland Portugal, France and most recently, Ontario, have also enacted “right to disconnect” laws and regulations to separate the blurred line between work and home. Is creating a law that legally defines the boundaries and circumstances related to being allowed to communicate with employees the solution? And to the extent that this is done, how realistic is it that it would ever effectively work? Personally, I don’t see this route as workable or desirable.

Firstly, the structure of our government makes taking such a legal approach somewhat of a dream. Rather, I believe and see a more realistic approach by just considering the potential of such action. Over many months the challenges on both sides began to arrive at places of comparative calm. Routines were created and established. Any business is aware of the need for discussion and compromise. This applies to dealing with our external customers and, as well, to the employees or the internal customers. Understanding and respecting the needs and desires of both sides of this challenge offers the strong potential of leading to a healthy and workable and solution and a win for all.
Mike Dorman

Nov 15 2022

Generational Differences Fade in the Post-COVID Workforce

Several years ago there was a movie entitled ‘The Intern’ starring Anne Hathaway and Robert De Niro. The story centered on the challenges of having a workforce made up of members of two significantly different generations. The extremes were those in their 60s and 70s versus those in their 20s and 30s. True it was a Hollywood movie and yet it addressed the reality of what was going on in businesses of all sizes and types.

Although it’s safe to presume that all of us wish we could speak about a truly POST-Covid, it remains, Yet even in its’ current state we are all somewhat used to changes that have been required of the way we live our lives. The business world is one area that has been impacted significantly as the often referred to ‘new normal’ becomes defined and established.

Of interest is that the generational divide that existed and created challenges just a few years ago has been altered. No one in today’s workforce can claim any past experience of life during a pandemic regardless of age. Thus, accepting and adapting to the imposed changes has dulled any differentiating lines created by age. On the other hand, the way this has impacted various ‘generations’ and how business leaders have needed to move away from a ‘one size fits all’ approach is significant.

For clarity, here are the working generational divides as they are known and the related ages of each:

Baby boomers — born between 1946 and 1964
Generation X — born between 1965 and 1980
Millennials — born between 1981 and 1996
Generation Z — born in 1997 or later

There are several commonalities that are found to exist among the majority of all age groups of employees that the shared experience of COVID have created. These include:

The hybrid approach to work is here and viewed as the look of the future
Perhaps not surprising, younger employees prefer and want to work in an office and the socialization it provides is key. Conversely, the older employees prefer the hybrid approach that allows completely home-based or a combination approach of office and home.
Productivity on an individual basis is increasing
The older the generation the more positive the adaptation to remote work. They have come to see the related benefits of the ability to focus, spending less time commuting and greater flexibility. Still positive, however not preferred, is typical of the ‘Zs’ as they prefer the support of others around them as they are learning.
Across the board all express satisfaction with employers
They recognize the required rapid shift toward remote or hybrid work. That this entailed greater use of technology it only presented added challenge at to Gen Z level. Even then, and with time and training, this has become of reduced significance.
Flexibility, wellness and a growth mindset are considered mandatory
Remote work has made more in the workforce much more aware of their physical and mental wellbeing. Commuting has been replaced with exercise. The gained time has allowed for hobbies to be resurrected and enjoyed. This is especially the case for the ‘Boomers’ however the large majority of all age groups see flexibility as mandatory.

Perhaps a surprise added benefit is the large portion of employees who have shifted their thinking to one of envisioned growth. As such the willingness to strive to improve their knowledge and growth has become more of a front-burner focus.
The pandemic’s impact on work-life balance and mental health is significant
Employees have struggled with what, to many, is an overwhelming sense of isolation. Added to that is the blurred lines between work and home and the expectation to be available and reachable beyond work hours.
Remote work success is significantly enhanced with good communication
Maintaining a strong cultural bond is key for remote workers. This leads the ‘must have’ list even over regular meetings and a flexible schedule. The greater awareness of a focus on mental health is evident with the younger generations. Having a reliable form of communication … either group or 1 on 1s … brings a positive impact.
Team collaboration has become more challenging
There is little disagreement that along with the various benefits that have been realized with adjustments over time, teams have experienced added challenges. It has been a matter of devising ways to achieve collaboration with each working from varied locations. The likes of zoom have offered a solution however people are also feeling ‘zoomed out. This has been one of the drivers that have created the ‘hybrid’ approach within companies.

Summarizing, common to all workforces across the board, are the things they want and look for in today’s work environment that include:

A company that is strong and secure
Training to enhance value and increase the potential for advancement
Work that they feel in important to achieving the organizational goals
The ability to truly feel pride in the work they individually and collectively do
A positive work environment
The feeling that they are contributing to a positive societal impact

Clearly there are pros and cons to what today is an emerging normal regardless of age group. The ability to have more control over how one is able to split work vs. personal time and the flexibility to balance the various components of one’s life is a real positive. The negative aspects of today’s employment include the blurred lines between work and personal in the ‘boss’s’ approach. The added sense of social isolation and boredom that accompanies remote work add to diminished positives.

Is there good that the pandemic forced upon us related to the generational divide in organizations? To the extent that it lessened the divisive aspects that previously existed the answer is yes. How each group interprets and responds to any reality is going to be different simply because of where they are in their age and experiences. And yet, as this experience has been and is something new to all, it has served in many ways to lower the wall of differentiation effectively.
Mike Dorman

Nov 01 2022

The ‘New Normal’ and Redefining Employee Engagement

Employee engagement within any business organization has always and remains a key aspect of overall success. And, it has taken on a new importance in our post-COVID world. Whereas COVID has not been declared a thing of the past by any means, it has been the basis for major changes. How an organization functions … how and where the needed work is accomplished … what employees demand and need from their leaders. These are all issues that have and will impact the extent and degree of employee engagement that exists in any organization.

Companies have been forced to evaluate and alter several aspects of doing business. Making certain that a top priority includes how to increase the reality of employee’s desire and drive to be enthusiastic, productive contributors has become foundational. Within a company it is felt that the engagement of employees was excellent in the past. However, in today’s changed environment … the new normal … it deserves and needs ‘front-burner’ evaluation and focus.

For the sake of clarity, employee engagement refers to the level of emotional commitment an employee has to their organization and the others within it. It is not about employee satisfaction or high salaries or being shown appreciation after completing a long day at work. Rather than this being a focus and issue related to human resources, it is actually a business one. Thus, it demands attention and is the job of upper management. It is management who must employ work methods and policies that further emotional connections between employees and the workplace.

There were several ways in which the pandemic affected employee engagement:

A forced shift to remote work … something that remains at least part-time for a significant percentage of businesses.
- Isolation from co-workers and disconnected from the company’s mission was real
- Distractions at home have made it challenging to maintain consistent focus on work
Distractions in the home environment
- From other family members also working remotely
- From children who return from school well before one’s workday is complete
Economic uncertainty
- Furthered with actual or anticipated pay cuts
- Having a partner who has lost their job creates critical concern and worry
Bringing meaningful stress into the lives of many
- The need to juggle things that simply were not an automatic part of one’s workday like juggling parenting and teaching responsibilities. The impact is on the employee’s accomplished work and the company’s bottom line.

According to a recent Gallup poll, two key realities were revealed:

The extent to which employees are happy at their jobs really matters. Engaged employees work harder, put in longer hours and stick with a company longer which offers increased expertise and efficiency. These employees are more likely to go the extra mile for customers, drive teams to accomplish more and be mentors and train new employees.

Companies who poll in the top 25 percent of organizations having engaged employees enjoy 21% higher profitability than those in the lowest 25%. This is of major significance Less engagement translates to working less, experiencing more workplace accidents and greater likelihood of leaving.

There appears to be little disagreement around the importance of seriously evaluating the current state of employee engagement in one’s organization. And, along with that, believe in the value of conducting a review of the extent to which your team is truly engaged for all the related benefits. Here are some areas worthy of evaluation and potential change:

Focus on the company culture
A strong and positive culture improves morale and engagement and makes workers feel like their company cares about them. It builds and sustains both enthusiasm and optimism.
Provide both growth and learning opportunities
Offering a culture that promotes continuous development helps build the skills needed for the employee to be successful in their job. However, it also communicates that the organization values that person and believes in their potential.
Offer flexible schedules

The initial challenges that remote work carried have clearly been improved upon and employees do remember the advantages that working remotely included. Thus, developing a system of bringing various teams into the office together and not necessarily daily combines the best of both worlds. Productive efficiency of working with teammates while able to maintain the convenience and advantages of remote work is both beneficial and attractive.
Timely recognitions
Employee appreciation is extremely important in our ‘new normal’ era. Providing time recognition will continue to remain one of the most motivating factors to drive engagement and commitment. Incentives and bonus programs impact one’s productivity. Recognition programs i.e. star of the month appreciating one’s effort reinforces bonding with the company and further motives employees to perform better and meet goals.
Touch base with employees with periodic check-ins
Showing personal caring and interest in everyone goes a long way in building goodwill between you. Interest in how they are doing overall or what challenges they are experiencing will go a long way to build and maintain goodwill. It will also help the leader gain insight of changes they want to make that will have a positive effect on others as well.

As Gautam Kumar has expressed, modern workplace culture demands an innovative approach and flexible mindset. With time, employees have adapted themselves to the new ways of working and technologies. The key is to understand employee needs through constant engagement, feedback, conversations on managerial levels, better interpersonal communication, and driving a sense of belonging and call to action. By focusing on effective practices around employee satisfaction, wellness, and productivity, companies can nurture a sense of pride in their employees, which in turn will encourage them to contribute towards sustainable growth.

The pandemic disrupted life, but it also created an inflection point for organizations to redefine what they want to be and where they want to go. Organizations must seize this moment to transform ambiguity into opportunity across their work, workforce, and workplace. To succeed in the future of work, the time for change is now.
Mike Dorman

Sources:
1.What Employee Engagement Looks Like In The New Normal Workplace –TenSpot
2. How To Build Employee Engagement In The ‘New Normal’ – Roy Lipton
3. The 2022 Guide To Employee Engagement – Gallop
4. 4 Tips To Increase Employee Engagement in the Organization – Gautam Kumar in Voices

Contact

Subscribe to our newsletter